Treat Job Interviews on the Phone, Via Skype or Video Conference as You Would In Person

/in /by

With nearly half of all interviews for technology-related jobs being conducted remotely, job seekers should prepare for them just as they would for an in-person interview at the company’s own offices.

More companies are conducting interviews with job candidates via phone, Skype or video conference, especially for first interviews where a hiring manager is simply trying to pre-screen candidates for the team or when a candidate lives too far away to justify flying in for a quick interview at this early stage in the process. But job seekers are not always comfortable with the virtual aspect of this kind of interview.

Unfortunately, lack of preparation for a remote interview can put even the best candidate in an unfavorable light and ruin their chances for a next round, onsite interview. The saying, “Failing to prepare is preparing to fail,” really rings true in these situations.

Here are some suggestions for job seekers who stand a good chance of having to be interviewed remotely:

  • Land lines still offer the best connection: When possible, arrange to conduct the interview over a land line. Cell calls, which are more routine than ever, still get dropped and can prove unreliable in the most important moments.
  • Go to a quiet place: A barking dog, crying baby or street traffic all present a distraction. Make sure you conduct your interview in a quiet room with the door closed, just as you would be doing if you were interviewing onsite at the prospective employer.
  • Get a pen and paper: Have something to write on and write with, as well as a copy of your resume, with you. Just as you would during an in-person interview, jot down important questions you want to ask, readily reference dates and key skills on your resume. Take notes about the position that the hiring manager shares with you.
  • Have questions ready: Make sure you have two or three questions to ask about the position ready to ask at the end of the call. The hiring manager will most likely ask if you have any questions. In an effort to both reinforce your interest in the position, as well as cover those aspects of the position you are keen to have answers about, have those questions ready to share. Ask for example “Am I a fit for the role?” or “What are my next steps?” These reinforce that you are very interested in the position.
  • Be timely: Showing up late for a job interview is getting off on the wrong foot. Be as punctual for those remote interviews as you would be in person.
  • Dress appropriately: Even if the interview is virtual, make sure to dress for the office culture you are interviewing for. If it’s business casual, wear a button-down shirt and slacks. If it’s a suit-and-tie shop, dress to impress. The only exception would be if you are coming from your current job where the dress code is different. Regardless, dress to impress. T-shirts and jeans are never suitable attire for any job interview.
  • Think on your feet: If you are conducting the interview via phone, stand up when you are speaking. You will naturally have more conviction in your voice and this translates to confidence and a smile.
  • Sit up straight: If your interviewer can see you during your remote interview, sit up straight with both feet on the floor. Also, feel free to gesture naturally with your hands if you do so when you are speaking in person. You will come across naturally and with confidence, as well.
  • Practice, practice, practice: Sometimes the technology associated with a remote interview makes people uncomfortable. Practice on Skype with a friend; find your best angle; and get comfortable with the controls, volume and camera position, for example. Do the interview on a laptop or computer screen versus an iPad. Don’t wear white, since it is a bad choice on camera; wear a blue shirt instead. Keep jewelry to a minimum. Wear a jacket if you are prone to sweating when you are nervous.

While in-person interviews are always preferable, remote ones have become the norm, except for C-Suite executives. If you are offered a choice, always go with the in-person interview. But if not, you CAN take the steps necessary to leave a good impression.

About the Author

Kathy HarrisKathy Harris is Managing Partner of New York City-based Harris Allied, an executive search firm specializing in Technology, UX/UI Design and Quant Analyst placement services in the Financial Services, Professional Services, Consumer Products, Digital Media and Tech Industries For more information, visit www.harrisallied.com. Contact Kathy Harris at [email protected].

The Big Picture of Business – Doing Your Best Work on Deadlines: Mobilizing the Energy for Best Business Success

/in /by

We just had the first live TV musical play extravaganza on television after a 50-year hiatus. The production was The Sound of Music, starring Carrie Underwood. This TV special got a lot of attention because it was unique live, just like opening night of the Broadway show on which it was based.

Truth is that throughout the 1950’s (the Golden Age of Television), there were comparable live TV extravaganzas on the air every night of the decade.

Many of them were consistently great. They were live, in real time. They had top talent behind them. They were well rehearsed. They had the adrenaline of ‘going live,’ and they shined with luster.

Among those crown jewel TV moments were:

  • Our Town, starring Frank Sinatra, Paul Newman and Eva Marie Saint.
  • Requiem for a Heavyweight, the premiere of “Playhouse 90.” It was written by Rod Sterling and starred Jack Palance and Ed Wynn.
  • The Petrified Forest, starring Humphrey Bogart, Lauren Bacall and Henry Fonda. In it, Bogey reprised the 1930’s Broadway hit and movie that launched his career.
  • The Ford 50th Anniversary, a two-hour musical starring Ethel Merman and Mary Martin. This was the first TV special and set the tone for thousands of others since.
  • The first Beatles appearance on the Ed Sullivan Show, where the whole world was watching. The Beatles topped that by composing “All You Need is Love” while they performed it on a global telecast.

I have those any other live TV gems on DVD. I watch them to experience the magical energy of live performances.

Many of us remember writing the college theme paper the night before it was due. We recall compiling the case notes or sales projections just before the presentation meeting.

The truth is that we do some of our best work under pressure. We might think that the chaos and delays of life are always with us, but we handle them better when on tight time frames.

Before you know it, you’re on deadline again. Even though the tasks mount up, you have a knack for performing magnificently under deadline, stress and high expectations.

This is not meant to suggest putting off sequential steps and daily tasks. Learn when deadline crunch time is best to accomplish the optimum business objecftives.

I’m a big advocate of Strategic Planning and Visioning. Every company needs it but rarely conducts the process because they’re knee-deep in daily minutia.

I know from experience that planning while going through the ‘alligators’ is the most effective way to conduct the process. By seeing the daily changes resulting from the planning, companies are poised to rise above the current daily crises. I recommend that diversity audits, quality control reviews, ethics programs and other important regimen be conducted as part of Strategic Planning, rather than as stand-alone, distracting and energy diverting activities.

Those of us who grew up working on typewriters know how to master the medium. You had to get your ideas on paper correctly the first time, without typographical errors and with great clarity. The first time that I worked on a computer was when I was 40 years old. I took that typewriter mentality with me when I had to compose a brochure and do the desktop publishing graphics in the same two-hour window where I was learning how to work on a computer.

There were years where I kept the typewriter on the work station next to the computer. When I had five minutes to write a cohesive memo and fax it off to the client, I wrote it on the typewriter. Though I wrote all my books on computers, I wrote the modern technology chapters on the typewriter, to make points to myself that the readers could never have grasped.

In mounting your next strategic Planning process for your company, go back and analyze what elements from the past can be rejuvenated as your future. That’s a trademarked concept that I call Yesterdayism.

With planning and organizing, you can meet and beat most deadlines without working in a pressure cooker. Don’t work and worry yourself into exhaustion over every detail. Sometimes it makes sense to move the deadline to the 11th hour. Having too much time to get projects accomplished tends to breed procrastination.

Here are my final take-aways on the subject of doing your best work when on last-minute deadlines:

  • Learn what working style goes best with you.
  • Care about deadlines.
  • Prioritize the real deadlines, apart from the artificial or self-imposed ones.
  • Review the work that you’ve done on tight deadlines. Analyze what makes it different.
  • Know your own strengths and limitations.
  • Work on your own timetable.
  • When working with teams, determine the best compromise working tempo.
  • Get Your ‘to do lists’ in order.
  • Evaluate your progress.
  • Remove the distractions to doing your best-focused work.
  • Ready… Set… Be productive.

This article was written in one hour, just before the impending deadline.

About the Author

Hank MoorePower Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.

The Advisor’s Corner – How do I deal with those who support me in public and sabotage me in private?

/in , /by

How do I deal with those who support me in public and sabotage me in private?Question:

What can I do about people who tell me they support my vision but I’ve heard through the grapevine that they are sabotaging me?

StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor)

These people are most likely, what I call ‘Termites.’ The term fits them well because they manage to smile and slide their way into the accepted norms and culture, and then wreck havoc just underneath the surface. Highly skilled Termites can be hard to spot until they’ve done so much damage the ‘walls’ begin to shake or fall down. The damage is often not discovered right after a Termite has moved on to fresh territory. So… what can you do?

Prevention

The best way to prevent Termite damage is to have a very strong set of organizational values that include integrity or truth or a similar concept around honesty. When these are firmly in place AND people are measured objectively and regularly against those values, Termites find fewer and fewer places to hide.

Cultural and operational values function exactly like a strong foundation for your ‘house,’ and are made even stronger when there are supports in the walls. That means values with accountability. Checks and balances also need to be in place, so that no single person has unfettered power and influence within their workgroup. If they have too much power, Termites will use it to disguise their damage and isolate their people from others to create a protective cover for and big lies about their dirty deeds.

Detection

You should suspect Termite activity in your midst by noticing things that don’t quite add up for feel “fishy” to you. Watching, observe carefully how people behave, and walk around your workplace frequently. Termites can’t fool everyone all the time. Pick up on conversations, patterns, and become a deep listener, truly hearing ALL of what people are trying to tell you.

Eradication

Assume nothing. Once you’ve discovered a Termite in your midst, ask a lot of questions and require good answers. Get multiple sources to verify and provide you clean data about what you need to know. Another support for your ‘house’ is having a true ‘safety net’ within your organization where people can go to express their concerns without fear, and with anonymity. Look for repetition and for patterns of the Termite’s behavior. If you get anonymous pain mail under your door – I call them POW notes – don’t ignore them. They are usually ‘smoke signals’ sending you a message you need to hear.

Trust your instincts. Trust what you see and hear with all the subtle and not so subtle body language people are telegraphing to you. Finally, pay attention to ‘those who protest too much!’

There are Termites and then there are people who exaggerate, even might gossip a bit, or use hyperbole. The latter are not Termites. These people can usually be guided down a better path with good coaching.

You can’t ‘fix’ a Termite. Once a workplace liar, always a liar – it’s just the size of the lies and the target that will vary. You cannot coach a liar into honesty. Lying is okay for them; it’s part of their value system and their end does justify their means.

The only solution to a workplace Termite is to call in pest control and rid yourself of the pain and damage as soon as you can.

About the Author

Roxi HewertsonLeadership authority Roxana (Roxi) Hewertson is a no-nonsense business veteran revered for her nuts-and-bolts, tell-it-like-it-is approach and practical, out-of-the-box insights that help both emerging and expert managers, executives and owners boost quantifiable job performance in various mission critical facets of business. Through AskRoxi.com, Roxi — “the Dear Abby of Leadership” — imparts invaluable free advice to managers and leaders at all levels, from the bullpen to the boardroom, to help them solve problems, become more effective and realize a higher measure of business and career success.

The StrategyDriven website was created to provide members of our community with insights to the actions that help create the shared vision, focus, and commitment needed to improve organizational alignment and accountability for the achievement of superior results. We look forward to answering your strategic planning and tactical business execution questions. Please email your questions to [email protected].

Do You Know What Your Boss Wants From You?

/in , /by

As an executive coach, I’ve worked with hundreds of people in all types of organizations. Each person has their own story, of course – a unique narrative that includes their skills, experience, strengths, weaknesses, and relationships. While every engagement is different, these people all have one thing in common; their boss always plays a central role in the story. That’s why my first coaching question is “what does your boss really want from you?”

Now, some of my clients have great bosses, so we discuss the relationship briefly and move on. However, a lot of my clients don’t work for a great boss. They’re not clear about his views, or don’t understand what she really wants… and all of this is impacting their engagement, performance, and happiness.

Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:

Subscribing to the Self Guided Program - It's Free!


 

About the Author

Steve Arneson is one of America’s top executive coaches and corporate leadership speakers. His follow-up to the best-selling Bootstrap Leadership is What Your Boss Really Wants from You. Both books are available at Amazon and Barnes & Noble.com.

The Advisor’s Corner – How do I deal with so much on my plate?

/in , , /by

How do I deal with so much on my plate?Question:

There is SO much on my plate – how do I sort out priorities, recognize the blocks, and keep an open mind for possibilities?

StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor)

You might find that you are so focused on the ‘tasks’ at hand that the most important work is getting the short end of the stick. Let’s identify some ‘buckets’ to help you navigate your way to success.

Perhaps you have just been given a challenge to solve by your leader. Your job is to identify the relevant factors, create priorities, and then execute on your own or with others on your team. My advice: start by identifying which items fall into each of four buckets: Fat Rabbits, Quick Wins, Rocks, and Who Cares.

You know what a Fat Rabbit looks like, and it probably makes you smile! These are those parts of the challenge that are foundational, have the highest/fattest impact, and must be in place to succeed at executing your assignment. These are the big fat chunks of your challenge that need to be addressed or nothing else will work matter.

Quick Wins are those parts of your challenge that require minimal effort with maximum payoff. They demonstrate tangible, visible progress. Getting them done and making them known to the appropriate stakeholders, significantly boosts momentum. Too many people think they have to get the Fat Rabbits well underway or completed before going for any Quick Wins. Ignoring Quick Wins often results in Slow Wins or No Wins.

Then there are the Rocks. These are tough blocks in the road to completion of a successful challenge. These Rocks need to be identified without denial or wishful thinking. Pretending they aren’t there won’t make them go away. Sometimes Rocks are pebble like, and sometimes they are more like Mt. Rushmore. Solutions may not be known immediately, and that’s ok. You won’t move forward without moving the Rocks out of the way one way or another, or finding a way around them. If the Rocks are too formidable, reconsider the challenge – is it the right challenge at the right time? Moving Rocks requires a lot of effort and energy, so you need it to pay off.

Finally, we have the Who Cares bucket. These might be interesting, but they are a distraction. Identify the Who Cares items so your valuable time and energy are not waste and that no one really cares about.

Let’s take one challenge, Succession Planning and dip into the four buckets for a look. This sample is by no means complete, but it will give you the idea to apply to your own work.

Fat Rabbits

  • Define the workforce realities with indisputable facts, and create the ‘burning platform’ of urgency
  • Identify current competencies and compare with necessary next generation competencies
  • Align all HR/OD functions: to meet forecasted job content and design

Quick Wins

  • Learn why people come to work at ABC Company, why they stay, and why they leave
  • Identify key positions and key people to target for succession planning
  • Analyze internal/external labor demographics/pipelines

Rocks

  • Decentralization reality vs. having one ABC Company strategy, are in conflict
  • IT Systems, as they are today, and aggregate data reporting are insufficient to collect enough accurate data

Who Cares

  • Offices need to be rennovated when people leave, thus impacting the budget (lots of things impact the budget – it’s off topic or very low priority)

When you focus on the things that really matter, you make progress. When you don’t, you don’t make progress. Make sure your Rocks are not show stoppers, then go for a few visible and happy Quick Wins as you work on your Fat Rabbits!

About the Author

Leadership authority Roxana (Roxi) Hewertson is a no-nonsense business veteran revered for her nuts-and-bolts, tell-it-like-it-is approach and practical, out-of-the-box insights that help both emerging and expert managers, executives and owners boost quantifiable job performance in various mission critical facets of business. Through AskRoxi.com, Roxi — “the Dear Abby of Leadership” — imparts invaluable free advice to managers and leaders at all levels, from the bullpen to the boardroom, to help them solve problems, become more effective and realize a higher measure of business and career success.

The StrategyDriven website was created to provide members of our community with insights to the actions that help create the shared vision, focus, and commitment needed to improve organizational alignment and accountability for the achievement of superior results. We look forward to answering your strategic planning and tactical business execution questions. Please email your questions to [email protected].